The Perceived Influence of Leadership on Organizational Performance: A Case Study of EKHC Ministry Training Colleges
Date
2017-10
Authors
Abdi, Tadesse Fufa
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Publisher
Panafrica Christian University
Abstract
Educational institutions today operate in an increasingly dynamic environment and with it, a paradigm shift from management capabilities to an interest in leadership capabilities. The dynamism that characterizes the education sector calls for an investigation into the set of leadership competencies that have the greatest impact on organizational performance. This study investigated the perceived influence of the leadership of EKHC on organizational performance of its training institutions. The objectives of the study were: to examine the leadership competencies of EKHC
leaders and their perceived influence on the performance of EKMTCs; to establish the perceived leadership style of EKHC leadership and their influence on the performance of EKMTCs, and to determine the perceived leadership strategies that can enhance the performance of EKMTCs. A descriptive research design was used to carry out the research in three EKHC institutions, namely Hosanna and Wolayita and the Jimma Leadership and Community Development College in Ethiopia. A total of 45respondents was purposively selected and comprised of principals and instructors, students and spiritual ministry leaders from the national headquarters. The zonal and district church leaders were also involved. The type of data was both quantitative and qualitative. Data was collected using questionnaires, interview guide and focus group discussions Descriptive analysis and content analysis techniques were used to analyze data. Results showed that perceptions of influence of leadership competencies on organization performance were varied, with some viewing the leadership in positive light while others expressed misgivings with the leadership’s role in enhancing performance in terms of collaboration and strategic thinking. All the student respondents were positive that the EKMTCs instructors were good role-models in line with servant leadership theory and this potentially meant the training colleges were effective in preparing students for ministry. Most of the respondents perceived that not all colleges were aligned with the overall organizational strategy. The study recommended the need or more participation in planning to enhance a sense of ownership of the EKMTCs, need for restructuring of the EKHC for better integration and reporting and for qualified leaders committed to transformation of the institutions It was also recommended that the EKHC leadership undertake further research on a suitable model to enable the EKMTC’s become financially sustainable.
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Keywords
Leadership Competencies and Organizational Performance,Leadership Strategy for Organizational Performance,Organizational Structure for Effective Performance
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